【正文】 !0 cos $23bn 50–87 20% 1–10% 6–182 9–267 5–75% %–% 165 % (18% xxx) 82 % 82% 50% 22 26 1% 97% 272 % 27% 26% 42 hrs 30 21 % 11% 79% 33% 1% 19% 26 10/100 162。 H. Cook shop research. Industry Sector Benchmarking Range/Best Practice (Validate source) Average Manufacturing (Validate source) Chemicals Best Practice (Validate source) Global Chemical Purchasinga %–% % Measure QUALITY TIME COST Automotive (Global)a Pharma. (Global)a Eng./Constr. (Global)a ? % of correct orders placed ? of alternative sources of supply ? of suppliers involved in product development/innovation ? of active suppliers per purchasing professional ? of vendors products ordered ? % of all active suppliers that account for 90% of total purchase value ? % of purchases handled by purchasing department ? Purchasing head count as % of total head count ? % purchases handled by purchasing function ? % spend on longterm basis (2yrs) ? % firms using consortium buying ? Training per purchasing professional ? % of accounts payable handled before due date ? % of accounts payable handed in 1–30 days ? % of accounts payable handled in 31–60 days ? % of accounts payable handled in 61–90 days ? % of accounts payable handled in over 90 days ? % of suppliers connected via EDI ? Average actual time to developed/negotiate a contract ? % goods delivered on time by supplier ? Time from order placement to receipt of goods ? Cost as % of sales ? Cost as % of total costs ? Cost of orders purchased (range ? Cost of vendor transactions (range) ? Cost of expedite repair materials ? Purchasing spend per supplier ? Purchasing spend per purchasing ? Purchase Dept. expense (162。 Shipping Error ? of plaints as % of total orders ? of customer contacts per order ? of enquiries (including plaints) that were not answered to the customers satisfaction ? of information requests as % of customer orders ? % of calls abandoned, answered by recording, delayed ? % of customer contact through customer service ? % of customer followup handled by Customer Service Representative。 and InCompany similarities and differences. ? Interface the solution to the current clients’ measures, systems, processes and culture: – . . . and guide migration over time. Ensure accountability for collecting and actioning is clear. Proposed Supply Chain KPIs KPI’ s help to identify “ where” the performance problem is within the supply chain, and steer towards areas to explore “ why” . Accuracy (as % of sales) Customer satisfaction % of satisfied customers Total cycle time Time (for customer) from placing order to receiving goods % of products delivered on time Total supply chain cost as % of sales Cost per product sold as % of sales Cost as % of sales % of products delivered according to customer order (quantity/quality) % of customers satisfied with service % of products ordered already in stock Defect rate of products as % of production % of goods delivered according to order (quantity/quality) by supplier Time from order placement to reception of goods Time from production order to delivery into finished product warehouse Downtime as % of total production time % of goods delivered on time by supplier Cost as % of sales Cost as % of sales Cost as % of sales Number of stock turns/years Total Supply Chain Forecasting Purchasing Inbound Logistics Manufacturing Maintenance Inventory Management Marketing Sales Customer Service Outbound Logistics Quality Time Cost % of active suppliers that account for 90% of total purchase value Need to identify MS KPIs BEWARE of interrelationships Each stage of the supply chain has a variety of metrics to monitor operational effectiveness These metrics help identify “ why” there is a performance problem. Forecasting Purchasing Inbound Logistics Manufacturing Maintenance Quality Time Cost ? Actual vs. forecasted sales ? % of data which can be used without modification in the planning process ? % of all active suppliers that account for 90% of total purchase value ? % of correct orders placed ? of alternative sources of supply ? of suppliers involved in product development/innovation ? of suppliers per purchasing employee (purchasing professional) ? of vendors products ordered ? Purchasing head count as % of total head count ? % of goods delivered according to order (quantify/quality) by supplier ? of carrier alliances ? of overshipments ? % of direct material pur